1. Information, organisation och ledarskap: några teorier och modeller Leif Åberg Communicare 17.5.1999

2. information organisation ledarskap Hur integrerar man informations- verksamheten i organisationens övergripande mission och verksamhet? Vad innebär egentligen ett strategiskt informationsarbete och hur kan det leda fram till ökad effektivitet och realiserande av organisationens övergripande mål? Hur bör informationsenheten vara organiserad och vilken kompetens bör den besitta?

3. information organisation ledarskap Hur integrerar man informations- verksamheten i organisationens övergripande mission och verksamhet? Vad innebär egentligen ett strategiskt informationsarbete och hur kan det leda fram till ökad effektivitet och realiserande av organisationens övergripande mål?

6. When skilled and knowing people are getting committed, the organization should be able to direct the surfacing energy to a desired direction. For this, a good strategy and enthusiastic communications are needed!

7. ”A group without goals is like a herd of mustangs galloping on a prairie. There is speed, sure, but no direction.” Erkki Tikkanen, a well-known Finnish manager, to the personnel of Labsystems Ltd., after having been called in to save this corporation from a crisis

8. Management zIt is about directing the resources zto direct, there has to be a direction zresource= a potential that can be used zcan be used, but is not necessarily used effectively za direction, where to? To the future! zBut future is in the mind of the beholder zkey concept: visioning, and sharing a common vision

9. Group synergy zA work group, in a synergic phase produces new, creative solutions in a positive manner: the members enjoy being synergic zsynergic processes make tacit knowledge and tacit skills to surface

10. ”I accept this goal or task and I will give my best to help to fulfill it.” Vision has been internalized.

11. Visions zto build a solid vision, the organizations must combine managerial processes and processes that emerge from human activities zmetaphor: a kite!

12. The art of flying a kite: the kite will fly, zif it is windy, and zif one, running against the wind, manages to bring about the essential initial driving force

13. Once the kite is up, it is vital to maintain an active balance between managerial processes and processes related to human behavior

14. This active balancing is achieved through communication

15. VISION LEGITI- MACY CORPORATE CULTURE GROUP DYNAMICS INDIVIDUAL DYNAMICS BUSINESS IDEA, MISSION STRATEGY GROUP AND TEAM GOALS TASKS Åberg’s Kite

16. LEGITI- MACY CORPORATE CULTURE GROUP DYNAMICS INDIVIDUAL DYNAMICS BUSINESS IDEA, MISSION STRATEGY GROUP AND TEAM GOALS TASKS COMMUNICATIONCOMMUNICATION Åberg’s Kite VISION

17. LEGITI- MACY CORPORATE CULTURE GROUP DYNAMICS INDIVIDUAL DYNAMICS BUSINESS IDEA, MISSION STRATEGY GROUP AND TEAM GOALS TASKS COMMUNICATIONCOMMUNICATION Åberg’s Kite MANI- FESTAT- ION OF VISION SCAN- NING COM- MUNI- CAT- ING CHAN- GE VISION

18. COMMUNICATIONCOMMUNICATION Åberg’s Kite MANI- FESTAT- ION OF VISION SCAN- NING COM- MUNI- CAT- ING CHAN- GE VISION Manifestation of vision: building up the core story of the organization Communicating change: Communications that a) bring about change and b) describe it. Scanning: the recognition of the first weak signals of essential external and internal changes as early as possible, in order to make corrective action possible

19. Manifestation of vision zthe people should be able to see themselves in the vision when Martin Luther King once said ”I have a dream” and when hundreds of thousands of people listened to that, moved, they did not think: ”this Martin, what a great vision he has”, but saw themselves as a part of that vision, and it was this that emotionally shook them z”sharp on edges, blurred in the center” zvision is deliberately blurred, yet it shows the direction

20. Tools for Revealing the Vision zcore story links the past with the future and defines the current position zstrategic keywords: using, e.g., a 3x3x3-diagram zstrategic core messages: elaboration of the strategic keywords zslogan: one core message, used for identification of the company zemblem: e.g., logo+name, or an auditive emblem

21. VISION MISSION GOOD HERITAGE INTERNAL LEGITIMACY EXTERNAL LEGITIMACY Core Story

22. VISION MISSION GOOD HERITAGE Core Story: S-Group The S-Group has always played an important role in the social and economic development of Finland. It has been innovative and responsive to the challenges of the time The S-Group has always played an important role in the social and economic development of Finland. It has been innovative and responsive to the challenges of the time Today, through customer- ownership, chain operations and efficient structures, the S-Group uses its influence to make living in Finland less expensive and richer in quality Today, through customer- ownership, chain operations and efficient structures, the S-Group uses its influence to make living in Finland less expensive and richer in quality The S-group continues to develop the cooperative form of enterprise best suited to the needs of the people in order to produce a more humane direction in the development of the free-market economy The S-group continues to develop the cooperative form of enterprise best suited to the needs of the people in order to produce a more humane direction in the development of the free-market economy this is opened using a 3x3x3- diagram

23. ”Your benefits in Finland” Customer-ownership Unique structureEfficiency You can influence You receive benefits You’re working for good cause Logistics Chains Personnel Regional National Networks A 3 x 3 (x 3) Diagram

24. B) Scanning zthe recognition of the first weak signals of essential external and internal changes as early as possible, in order to make corrective action possible zenvironmental and internal scanning

25. Trends Random fluctuation Environ- mental responses to our actions ?

26. Scanning 1 Recognition of possible sources of essential weak signals 2 External and internal monitoring 3 Interpretation 4 Recommendations for actions 5 Taking action 6 Control of consequences

27. time Balance Transformation ControlChaos EnhancePerturb AttractExcite Task centered change Communicating change future: ”times of turbulence” present past: ”good old times”

28. A dynamic model of organizational change Revolution: VISION Evolution: VALUES Balance Transformation ControlChaos Enhance Perturb AttractExcite Task centered change Robin M. Rowley & Joseph J. Roevens: Organize with Chaos. Lint 1996

29. Bringing about change á la Rowley & Roevens zEnhance: create an atmosphere that enhances risk taking, cooperation, and self- organizing behavior zPerturb: ”shake” the organization out of its current orbit: create a controlled state of uncertainty -> self-organization begins zAttract: bring about emotional commitment, in order to produce the critical mass needed for change zExcite: create an emotional state that excites people, this gradually leads to a higher level of order

30. Enhance: create an atmosphere that enhances risk taking, cooperation, and self-organizing behavior zenhance risk taking and self-organizing behavior zmanifestation of vision zkey strategic concepts zallow experimenting z stress the value of customerhip, service, and competition z define and surface internal values z enhance free cooperation and communication z create a constructive feedback system

31. Perturb: ”shake” the organization out of its current orbit: create a controlled state of uncertainty -> self- organization begins zabandon old status symbols, rituals and rules zemphasize positive criticism zemphasize open communications at all levels zquestion old ways: ask ’why’ and ’what if’ z pick to the front line the ”true rebels” z throw in ”impossible” professional challenges and make them ”pro- jects of national pride” z use benchmarking and scanning to detect signals of change

32. Attract: bring about emotional commitment, in order to produce the critical mass needed for change zmotivate and bring about commitment zask all the time the synergic groups to argue and to reason their new ways of doing things z enhance new symbols and rituals, created by synergic groups z use creative problem solution techniques

33. Excite: create an emotional state that excites people, this gradually leads to a higher level of order zcreate excitement over things being done ”the new way” zallow outbreaks, bursts of excellence zreward top performance z tell stories about top teams and synergy z bury with dignity old ways of doing things z make the new ways of doing things part of the new vision

34. Scanning as a part of the knowing cycle streams of experience Sense making shared meanings Knowledge creating Decision making new knowledge, capabilities goal-directed, adaptive behavior Choo, C.W., The Knowing Organization. New York 1998

35. streams of experience Sense making shared meanings Knowledge creating Decision making new knowledge, capabilities goal-directed, adaptive behavior scanning latency Choo, C.W., The Knowing Organization. New York 1998 Scanning as a part of the knowing cycle

36. Latency zthe time between the observation of those weak signals that have to be taken into account and the execution of decisions made on the basis of these signals

37. Zero latency enterprise za concept created by Gartner group zan organization with instant, real-time decision making za theoretical concept, similar to the concept of absolute zero temperature za zero-latency enterprise has to possess tolerance for erratic decisions

38. years ”the one who knew” travelled months transportation means weeks mail messengers days telegraph hours telefax, telephone 0 new information technology zero latency enterprises

39. information organisation ledarskap Hur integrerar man informations- verksamheten i organisationens övergripande mission och verksamhet? Vad innebär egentligen ett strategiskt informationsarbete och hur kan det leda fram till ökad effektivitet och realiserande av organisationens övergripande mål? Hur bör informationsenheten vara organiserad och vilken kompetens bör den besitta?